All Outputs (91)

Editorial: The evolving field of family business (2011)
Journal Article
Collins, L., & O'Regan, N. (2011). Editorial: The evolving field of family business. Journal of Family Business Management, 1(1), 5-13. https://doi.org/10.1108/20436231111122245

This editorial seeks to provide an outline and reasoning for the launch of the new Journal of Family Business Management (JFBM). The paper explains how the family business subject area has developed in previous years and highlights the authors' views... Read More about Editorial: The evolving field of family business.

Scholarship that matters: Academic-practitioner engagement in business and management (2011)
Journal Article
Hughes, T., Bence, D., Grisoni, L., O'Regan, N., & Wornham, D. (2011). Scholarship that matters: Academic-practitioner engagement in business and management. Academy of Management Learning and Education, 10(1), 40-57. https://doi.org/10.5465/AMLE.2011.59513272

Our research explores academic-practitioner engagement by undertaking interviews with academics, practitioners, and other experts with relevant engagement experience. The findings highlight the problem of thinking narrowly about the different ways in... Read More about Scholarship that matters: Academic-practitioner engagement in business and management.

Generic strategies and performance - evidence from manufacturing firms (2011)
Journal Article
Nandakumar, M. K., O'Regan, N., & Ghobadian, A. (2011). Generic strategies and performance - evidence from manufacturing firms. International Journal of Productivity and Performance Management, 60(3), 222-251. https://doi.org/10.1108/17410401111111970

Purpose: The purpose of this study is to examine the relationship between business-level strategy and organisational performance and to test the applicability of Porter's generic strategies in explaining differences in the performance of organisation... Read More about Generic strategies and performance - evidence from manufacturing firms.

The strategic defence review 1998: Politics, power and influence in government decisions (2011)
Working Paper
Grattan, R., Parry, G., & O'Regan, N. The strategic defence review 1998: Politics, power and influence in government decisions. Bristol

This study explores the UK Strategic Defence Review [SDR] 1997/98 from a strategy process perspective. The review in contrast to previous reviews was intended to be transparent and policy rather than resource led. The paper adopts a case study approa... Read More about The strategic defence review 1998: Politics, power and influence in government decisions.

Technology outsourcing in manufacturing small- and medium-sized firms: Another competitive resource? (2011)
Journal Article
O'Regan, N., & Kling, G. (2011). Technology outsourcing in manufacturing small- and medium-sized firms: Another competitive resource?. R&D Management, 41(1), 92-105. https://doi.org/10.1111/j.1467-9310.2010.00626.x

Based on a sample of UK manufacturing small- and medium-sized firms in the engineering and electronics industry, the study identifies firm- and industry-specific factors that stimulate R&D outsourcing and assesses the impact of R&D investment and out... Read More about Technology outsourcing in manufacturing small- and medium-sized firms: Another competitive resource?.

Training in SMEs and its relationship to profitability (2010)
Journal Article
O'Regan, N., Stainer, L., & Sims, M. (2010). Training in SMEs and its relationship to profitability. International Journal of Human Resources Development and Management, 10(2), 166-181. https://doi.org/10.1504/IJHRDM.2010.031442

The continuous development of employee potential is dependent on training at every level to acquire improved skills. While attention has been devoted to its contribution within organisations, there is a dearth of research on its effectiveness within... Read More about Training in SMEs and its relationship to profitability.

Business-level strategy and performance: The moderating effects of environment and structure (2010)
Journal Article
Nandakumar, M. K., Ghobadian, A., & O'Regan, N. (2010). Business-level strategy and performance: The moderating effects of environment and structure. Management Decision, 48(6), 907-939. https://doi.org/10.1108/00251741011053460

Purpose: This study aims to examine the moderating effects of external environment and organisational structure in the relationship between business-level strategy and organisational performance. Design/methodology/approach: The focus of the study is... Read More about Business-level strategy and performance: The moderating effects of environment and structure.

Revitalising an oil giant: An interview with Dr Tony Hayward, Chief Executive of BP (2010)
Journal Article
O'Regan, N., & Ghobadian, A. (2010). Revitalising an oil giant: An interview with Dr Tony Hayward, Chief Executive of BP. Journal of Strategy and Management, 3(2), 174-183. https://doi.org/10.1108/17554251011041805

© 2010, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to demonstrate how key strategic decisions are made in practice at a successful FTSE 100 company. Design/methodology/approach – The paper is based on semi-structured i... Read More about Revitalising an oil giant: An interview with Dr Tony Hayward, Chief Executive of BP.

Strategic thinking in family businesses (2010)
Journal Article
Collins, L., O'Regan, N., Hughes, T., & Tucker, J. (2010). Strategic thinking in family businesses. Strategic Change, 19(1-2), 57-76. https://doi.org/10.1002/jsc.858

Abstract: This practitioner orientated paper seeks to understand better how management knowledge is created, shared and disseminated in family businesses (FBs). It outlines the initial findings from an exploratory study with senior managers of 20 FBs... Read More about Strategic thinking in family businesses.

A serial successful strategic transformer of businesses: An interview with Anthony Habgood, Chairman of Whitbread plc, Reed Elsevier plc and former CEO and Chairman, Bunzl plc (2010)
Journal Article
O'Regan, N., & Ghobadian, A. (2010). A serial successful strategic transformer of businesses: An interview with Anthony Habgood, Chairman of Whitbread plc, Reed Elsevier plc and former CEO and Chairman, Bunzl plc. Journal of Strategy and Management, 3(1), 72-78. https://doi.org/10.1108/17554251011019422

© 2010, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to demonstrate how key strategic decisions are made in practice at successful FTSE 100 companies. Design/methodology/approach – The paper is based on a semi-structured... Read More about A serial successful strategic transformer of businesses: An interview with Anthony Habgood, Chairman of Whitbread plc, Reed Elsevier plc and former CEO and Chairman, Bunzl plc.

Organic growth and shareholder value: A case study of the insurance industry (2009)
Journal Article
Kling, G., Ghobadian, A., & O'Regan, N. (2009). Organic growth and shareholder value: A case study of the insurance industry. International Journal of Research in Marketing, 26(4), 276-283. https://doi.org/10.1016/j.ijresmar.2009.08.002

This paper examines organic growth and its impact on shareholder value creation. At a conceptual level, organic and external growth are readily defined; yet, at a practical level, decomposing revenue growth into its constituent elements presents meth... Read More about Organic growth and shareholder value: A case study of the insurance industry.

The effectiveness of knowledge networks: An investigation of manufacturing SMEs (2009)
Journal Article
Hughes, T., O'Regan, N., & Sims, M. A. (2009). The effectiveness of knowledge networks: An investigation of manufacturing SMEs. Education and Training, 51(8), 665-681. https://doi.org/10.1108/00400910911005226

Purpose: Although considerable attention in the extant literature has been devoted to knowledge acquisition and transfer within firms, there is a dearth of research on the effectiveness of outside sources of knowledge for technology-based small to me... Read More about The effectiveness of knowledge networks: An investigation of manufacturing SMEs.

Successful strategic re-orientation: lessons from Cadbury's experience: An interview with Todd Stitzer, Chief Executive of Cadbury (2009)
Journal Article
O'Regan, N., & Ghobadian, A. (2009). Successful strategic re-orientation: lessons from Cadbury's experience: An interview with Todd Stitzer, Chief Executive of Cadbury. Journal of Strategy and Management, 2(4), 405-412. https://doi.org/10.1108/17554250911003863

© 2009, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to demonstrate how key strategic decisions are made in practice at a successful FTSE 100 company. Design/methodology/ approach – The paper is based on semi-structured... Read More about Successful strategic re-orientation: lessons from Cadbury's experience: An interview with Todd Stitzer, Chief Executive of Cadbury.

Strategic thinking in family businesses (2009)
Presentation / Conference
O'Regan, N., Hughes, T., Tucker, J., & Collins, L. (2009, September). Strategic thinking in family businesses. Paper presented at British Academy of Management Conference, Brighton, UK

Interview with Sir Mike Rake, Chairman of BT (2009)
Journal Article
O'Regan, N., & Ghobadian, A. (2009). Interview with Sir Mike Rake, Chairman of BT. Journal of Strategy and Management, 2(3), 288-295. https://doi.org/10.1108/17554250910982516

© 2009, © Emerald Group Publishing Limited. Purpose – British Telecom (BT) has achieved a classic turnaround that involved divestment and efficiency drives. This interview with Sir Mike Rake, Chairman of BT, sheds light on BT's past development and f... Read More about Interview with Sir Mike Rake, Chairman of BT.

Improving academic/practitioner engagement in marketing: what can we learn from other management disciplines? (2009)
Presentation / Conference
Hughes, T., Grisoni, L., O'Regan, N., & Wornham, D. (2009, July). Improving academic/practitioner engagement in marketing: what can we learn from other management disciplines?. Paper presented at Academy of Marketing Conference, Leeds Metropolitan University, Leeds, UK

Building a FTSE 100 company by hitting the sweet spot of strategy: An interview with Rod Aldridge OBE (2009)
Journal Article
O'Regan, N., & Ghobadian, A. (2009). Building a FTSE 100 company by hitting the sweet spot of strategy: An interview with Rod Aldridge OBE. Journal of Strategy and Management, 2(2), 188-195. https://doi.org/10.1108/17554250910965335

© 2009, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to present the views of Rod Aldridge OBE on building the strategy of a FTSE 100 company. Design/methodology/approach – The paper takes the form of an interview. Findin... Read More about Building a FTSE 100 company by hitting the sweet spot of strategy: An interview with Rod Aldridge OBE.

Let's talk: Getting business and academia to collaborate (2009)
Journal Article
Hughes, T., O'Regan, N., & Wornham, D. (2009). Let's talk: Getting business and academia to collaborate. Journal of Business Strategy, 30(5), 49-56. https://doi.org/10.1108/02756660910987617

Purpose: Many academics have raised concerns about the growing divide between academia and practice. While more collaborative research has been called for there is a lack of research into the actual practice of academic/practitioner engagement. This... Read More about Let's talk: Getting business and academia to collaborate.

What we need is an “entrepreneurial society”: An interview with Professor David Audretsch (2009)
Journal Article
O'Regan, N., & Maclean, M. (2009). What we need is an “entrepreneurial society”: An interview with Professor David Audretsch. Journal of Strategy and Management, 2(1), 110-114. https://doi.org/10.1108/17554250910948730

© 2009, © Emerald Group Publishing Limited. Purpose – The purpose of this article is to determine the views of Professor David Audretsch. Design/methodology/approach – The article takes the form of an interview. Findings – Professor David Audretsch s... Read More about What we need is an “entrepreneurial society”: An interview with Professor David Audretsch.

The credibility issue: closing the academic/practitioner gap (2008)
Journal Article
Hughes, T., O'Regan, N., & Wornham, D. (2008). The credibility issue: closing the academic/practitioner gap. Strategic Change, 17(7-8), 215-233. https://doi.org/10.1002/jsc.828

The literature is highly critical of the business–academia relationship and there is a lack of congruence between strategic management research conducted by academics and that used by practitioners. There is also a lack of models of collaborative res... Read More about The credibility issue: closing the academic/practitioner gap.